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PureHealth Holding, the largest healthcare group in the Middle East, has completed the acquisition of a 60% stake in Hellenic Healthcare Group (HHG), Greece and Cyprus’s leading private healthcare provider, for EUR800m.

The transaction values HHG at EUR1.3bn and marks a major step in PureHealth’s plan to build a globally connected, innovation-driven healthcare platform headquartered in Abu Dhabi.

The deal adds HHG’s 11 hospitals and 23 diagnostic centres to PureHealth’s network, expanding access to healthcare services for over 1.4 million patients each year.

HHG’s 6,900 healthcare professionals will now be part of PureHealth’s international ecosystem, reinforcing Abu Dhabi’s position as a global hub for healthcare excellence and investment.

Kamal Al Maazmi, chairman of PureHealth, said: “Finalising this transaction is an important milestone in our journey to create a globally connected healthcare platform. PureHealth has demonstrated the ability to source, execute and secure regulatory approvals in mature markets, reflecting its strengths and international credibility. With HHG, we are now expanding into new geographies, facilitating knowledge exchange, and fostering innovation that will enhance patient outcomes across our network. Importantly, this acquisition has been completed using PureHealth’s strong balance sheet, and we expect to recognise the financial upside from October 1.”

Shaista Asif, Group, CEO of PureHealth, added: “Welcoming HHG into the group accelerates our vision of delivering advanced, patient-centred healthcare across borders.”

PureHealth focused on expansion

The acquisition continues PureHealth’s pattern of disciplined international expansion. It follows the $1.2bn purchase of Circle Health Group, the UK’s largest independent hospital operator, in 2024, and a $500m investment in US-based Ardent Health Services in 2022, culminating in Ardent’s IPO on the New York Stock Exchange in 2024.

Alex Fotakidis, partner and Head of Greece at CVC, said: “We are proud to have supported HHG’s growth into Greece and Cyprus’s leading private healthcare provider. This partnership with PureHealth is a strong endorsement of HHG’s quality, scale, and future potential.”

Dimitris Spyridis, CEO of HHG, said: “Joining forces with PureHealth marks an important milestone for HHG. Together, we will accelerate innovation, enhance patient care, and strengthen our role as the leading healthcare provider in Greece and Cyprus. PureHealth has a large emphasis on technology, AI and healthcare of the future. Therefore we will be looking to integrate best practices not only in clinical practices, but also across the technology ecosystem.”

Following completion, CVC Capital Partners and HHG management retain a 40 per cent stake in HHG, ensuring continuity and supporting future growth.

Dubai Mall, the world’s most visited shopping mall, will host the ‘Dubai Mall Festival of Fashion’, a major new event in the global fashion calendar set for January 29 and 30, 2026.

The two-day festival will feature 12 fashion masterclasses across multiple venues in Dubai Mall, offering insights from leading international and regional designers, industry figures, and influencers.

The event will conclude with the Dubai Mall Global Fashion Awards on January 30, 2026, at the Armani Hotel Dubai, bringing together prominent names from the global and regional fashion scene for what is being described as the region’s biggest fashion awards ceremony.

Home to more than 200 luxury and fashion brands, Dubai Mall said the new festival aims to strengthen its position as a global hub for style and creativity.

Dubai Mall: One of the world’s most popular shopping destinations

A Dubai Mall spokesperson said: “As the most visited retail destination on earth, Dubai Mall has always been at the heart of culture, lifestyle, and luxury. With Dubai Mall Festival of Fashion, we are proud to elevate our reputation as not just a shopping destination, but the centre of global fashion. This event will celebrate creativity, diversity, and the timeless appeal of style, while bringing together the brightest talents from around the world.”

The festival will include both invitation-only and public events, with ticketing and registration details to be announced on November 1.

For 115 years, Samsonite has been more than just luggage — it’s been a companion on journeys, a marker of personal style, and a quiet testament to innovation and durability. From metal trunks strapped with leather in the early 20th century to today’s ultra-light, sustainable, and stylish travel solutions, the brand has consistently anticipated the needs of travellers around the globe.

Here, Subrata Dutta, president of APAC and Middle East at Samsonite, tells Gulf Business editor Neesha Salian about how the company is celebrating its 115th anniversary, blending heritage with modernity, and staying relevant in the fast-evolving Middle East market. From premium collections and digital acceleration to sustainability and collaborations that capture the zeitgeist, he offers a rare glimpse into the strategies and principles that have kept the brand young, agile, and connected to consumers for more than a century.

Samsonite is celebrating a major milestone this year. Tell us about it.

Yes, it’s a big milestone. All of us at some point have owned, or do own, a Samsonite bag. We started 115 years ago, and our ongoing challenge has been, and we’ve successfully met it, to stay young for 115 years. We leverage this history by learning about markets and consumers every year and staying contemporary to their needs.

We are celebrating 115 years with several events, both big and small, internal and external. But more importantly, we’ve accumulated a huge amount of experience. From traveling with metal and wooden trunks strapped with leather, to introducing wheels, converting two-wheelers to four, and pioneering the use of plastic in luggage, it’s been a long journey.

Plastic, often criticised, has actually been indispensable in multi-use applications. It’s durable, versatile, moldable, and long-lasting. We’ve also pioneered responsible use of plastic, which now underpins our sustainability efforts.

I’m proud to have been part of the company during the 100-year celebration, and now, at 115, we continue to evolve, guided by our founder Jesse Shwayder’s principle: “Do unto others as you would have them do unto you”.

And as part of this milestone, you’ve launched the Streamlite collection. How does this collection tie into the 115-year celebration?

Streamlite is a perfect way to celebrate our history while offering something fresh. We’ve taken inspiration from past collections and reimagined them in a modern style. It’s stylish, cool, and flying off the shelves.

The idea is to honor our legacy while giving consumers a fashionable, functional product — something they can travel with and feel proud to own.

Which brings us to strategy. Based on your experience in the Middle East and Africa, what has been the consistent strategy for this region, and how does it differ from others?

Travel goods combine functionality and lifestyle, and every market has its nuances. Culture, social setup, and generational shifts, especially with Asia-Pacific influences, all affect our approach.

In the Middle East, we combine innovation and sustainability with a regional product architecture that meets consumers’ needs.

The MENA region is diverse: Dubai behaves differently from Egypt or Kenya. Our strategy focuses on three pillars:

• Consumer-centric innovation
• Digital acceleration
• Regional relevance

Together, these pillars help us serve the growing appetite for immersive travel and brand experience in the Middle East.

When you mention digital, are you primarily referring to e-commerce and online shopping?

Yes. Traditionally, our strength has been retail — our stores mimic luxury lifestyle experiences. But we know Middle Eastern consumers also value digital convenience. So, we’ve focused on creating a seamless omni-channel experience: experiencing the product in-store, then buying online, or vice versa.

Consumers in this region are affluent and fashion-conscious, so our focus on premium collections, personalisation, and sustainability resonates well. Price sensitivity varies, competition is high, and Gen Z and millennials make up around 60 per cent of our business today. They are discerning and conscious of sustainability, even asking about our sustainability strategy in recruitment interviews.

Speaking of sustainability and innovation, can you share Samsonite’s approach in these areas?

Sustainability is central to everything we do. In Jakarta, for example, we’ve used recycled plastic to create benches, chairs, desks, and even seesaws for schools. We’ve also experimented with paver blocks made from recycled material to pave pathways.

Our long-term goal is a 360-degree recycling solution: consumers can return products to us, and we recycle them completely. Trade-in programmes exist today, though they cover only a small percentage of our business. It’s deeply satisfying and the right thing to do. Our board fully supports initiatives even if they cost 20 per cent more.

That must be reassuring for customers too, knowing their luggage is treated responsibly.

Absolutely. Each bag carries stories : ribbons, stickers, personal touches. Travelling makes you notice how people treat their luggage. It’s all part of that journey.

Baggage weight is a major concern for travellers. How does Samsonite make bags lighter without compromising strength?

Weight is a huge consideration. Back in 2009, we created the lightest and strongest suitcase using polypropylene. It’s dense and strong. We transformed it into strings, wove them together, and pressed multiple sheets under very high pressure. The result was a sheet that’s still polypropylene, but stronger due to its woven orientation, technically biaxially oriented.

This innovation cut cabin bag weight from 4kg to 2kg — better for consumers and airlines. Imagine an A380 with 600 passengers each carrying a bag 50 per cent lighter — the reduction in fuel consumption per kilometer is significant.

That’s impressive, and environmentally beneficial too.

Exactly. And it was also the strongest bag we’d made. We even ran an ad showing a Samsonite Cosmolite bag at BMW’s crash test centre. The bag was placed in a car during an impact test, crushed, and then popped back to its original shape.

What are some of the latest innovations in materials and design?

After Cosmolite, we launched S’Cure, C-Lite, and Proxis. Proxis uses our proprietary Roxkin material — another leap forward in lightness and strength. We’re constantly innovating, and hopefully, in another year, we’ll have an even lighter and stronger bag to show.

Travel retail is significant for Samsonite. Can you elaborate?

Travel goods are top of mind while travelling — both impulse buying and practical need. In Doha Airport, we have two Samsonite stores and a TUMI store, and in Dubai, we’re about to open exclusive new stores for both brands. We also have strong airport retail in Singapore and other major hubs.

Do you see buying spikes during certain periods?

Holidays and festivals, like Dubai Shopping Festival, are key. Weddings drive purchases too. Student travel is also important — when students go abroad for graduation or higher studies, they buy luggage.

How has e-commerce impacted sales in this region?

Five years ago, online sales were in single digits. Today, they hover around 18–20 per cent and are growing. Over the next three years, we expect more omni-channel behavior — browsing online but buying in-store or vice versa. About 6–7 per cent of transactions will be this hybrid type, so we’re heavily investing in omni-channel capabilities.

How has travel behaviour changed since Covid-19, and what impact does that have on your products?

One major shift is short, frequent trips. Millennials started it; Gen Z has taken it further. People now travel for two-day breaks — office on Friday straight into a weekend getaway. Carry-on bags that hold both business and leisure essentials are key.

Budget airlines are stricter with cabin baggage, so lighter bags that let you carry more are in demand. Aesthetic appeal is also critical. Many customers now own three or four carry-ons for different occasions. Travel itself is now part of the holiday experience. People want bags that are Instagrammable and conversation-worthy. But while we focus on design, we never compromise on durability. It’s like designing a car — style cannot come at the expense of the engine.

Read: Middle East travel spend set to soar 50% by 2030: report

Collaborations have become popular in fashion. How does Samsonite approach them?

Collaborations are more important today. In the Middle East, our aluminium luggage collaboration with BOSS has been a hit. We’ve partnered with Maison Kitsuné, New Balance, and, exclusively here, the Pelé Foundation — combining charity with a recognised name.

For American Tourister, we’ve done playful collaborations with Squid Game, Stranger Things, and even Chupa Chups. Each collaboration is chosen carefully so both brands bring something to the table, creating a win-win for consumers.

Beyond collaborations, what can we expect from Samsonite’s strategy in the Middle East?

There’s no need for a revolution; our DNA, ethos, and approach are solid. We focus on constant evolution. The real challenge is anticipating consumer needs before they feel them. We want to create “aha” moments: a product you didn’t know you wanted but now can’t live without.

Finally, what are your personal leadership principles?

First, always be there when a colleague needs me, regardless of my position. Second, give a person a task and leave them alone. Don’t micromanage, check back after a reasonable period. Third, never form a judgment with little information. Seek the facts quickly, then decide.

If I may add a fourth: always hire people smarter than you.

Few companies have translated the global sustainability agenda into concrete, measurable outcomes as effectively as Schneider Electric. Under the leadership of Amel Chadli, president of the Gulf Cluster, the company has transformed its Dubai headquarters, The NEST, into a benchmark for energy efficiency and carbon neutrality while advancing the Gulf’s transition toward digital, resilient, and locally anchored energy systems.

Amid rapid regional industrialisation, Chadli discusses how Schneider Electric is linking technology with talent, building local capability, and rethinking the future of power and performance across the region.

The NEST is Schneider’s flagship sustainable HQ in Dubai. Beyond the certifications and labels, what concrete results has it delivered so far in terms of energy use, costs, or emissions?

The NEST is more than a new building – it is a living blueprint of Schneider Electric’s commitment to sustainability, innovation, and operational excellence. Beyond its targeted LEED ID+C Platinum, and WELL Equity certifications as well as the recently achieved WiredScore SmartScore Platinum certification, The NEST, designed on four main pillars: Sustainability, People-centricity, Resilience, and Efficiency, offers an energy-efficient environment that is deeply supportive of occupant health, comfort, and productivity. It has already delivered tangible results that underscore its role as a model for future-ready workspaces.

The NEST reached carbon-neutral status within just three months of opening, setting a new benchmark for sustainable commercial spaces in the region.
• Energy efficiency gains: By embedding Schneider Electric’s own EcoStruxure technologies – including Building Operation, Power Monitoring Expert, and Planon – the building has reduced energy consumption by 37 per cent compared to the previous Dubai office.
• Emissions reduction: These energy savings translate into an annual reduction of approximately 572 metric tonnes of CO₂, equivalent to the electricity usage of 77 homes in the UAE. The building is on track to exceed 700 tCO₂e/year in emissions reduction by 2026; equivalent to planting 25,000 trees.
• Operational performance: The NEST anticipates a 30 per cent boost in operational efficiency, driven by AI-powered HVAC systems, occupancy analytics, and automated workflows for facility management.
• Onsite renewable energy: With a target of 47 per cent onsite renewable sourcing, The NEST is actively contributing to the UAE’s Net Zero by 2050 initiative.
• People-centric design: The building integrates daylight harvesting, indoor air quality monitoring, and smart meeting room technologies to enhance employee wellbeing and productivity

When customers come to the NEST, how do you move the conversation from a demo to an actual rollout across their operations?

Ultra-low-cost carrier Wizz Air is set to resume operations from Abu Dhabi, reopening routes to several European cities just months after its UAE unit ceased operations.

According to the airline’s website, Wizz Air Hungary has begun taking bookings for flights between the UAE capital and multiple destinations in Europe, including Katowice and Krakow in Poland, Cyprus’s Larnaca, and Bulgaria’s Sofia.

Flights from Katowice and Krakow will commence on October 10, 2025, as per the airline’s website. Meanwhile, Larnaca services will begin on November 15 and operate on Tuesdays, Thursdays, Saturdays, and Sundays, while Sofia flights will launch on November 17, running on Mondays, Wednesdays, and Fridays.

This year, in July, Wizz Air announced it was quitting its Abu Dhabi operations after six years to focus on its core European markets, citing geopolitical instability and limited market access.